市場導向與核心資源對新產品開發績效影響之研究; The study in the relationship within market orientation, core resources,and new product development

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题名:	市場導向與核心資源對新產品開發績效影響之研究;The study in the relationship within market orientation, core resources,and new product development
作者:	陳育聖;Yu-Sheng Chen
贡献者:	企業管理研究所
关键词:	市場導向;核心資源;新產品開發
日期:	2006-06-22
上传时间:	2009-09-22 14:33:22 (UTC+8)
出版者:	國立中央大學圖書館
摘要:	在現今競爭越發激烈的產業環境之中，新產品開發是否成功與公司的績效目標有直接的關係；Takeuchi & Nonaka(1986)的研究指出，新產品開發對企業營業額有很高的貢獻度，約佔企業未來總營業額的40％以上，由此可見新產品開發對於企業成長乃至於競爭力維持的重要性。然而新產品的平均失敗率仍然相當高，根據Stevens et al. (1999) 的研究指出，平均每三千個新創意，只有一個能夠成功商業化，因此，如何有效地提高新產品的開發績效，始終是企業界與學術界的關注焦點。對於過去有關新產品開發的文獻做一番回顧，我們可以發現已經有不少研究是在探討新產品開發成功與否的因素，包括市場導向、知識管理、核心資源等重要的因素。本研究致力於將市場導向與核心資源放進同一個架構，探討兩者對新產品開發績效的影響，導入新的市場導向的量表，並且對於核心資源做出新的分類，以利後續研究的進行。本研究以台灣地區的製造業為研究對象，以問卷方式進行實證分析，總計寄出660份問卷，共回收有效問卷129份，有效份數回收率為19.54％。實證分析結果顯示，市場導向對新產品開發績效有顯著正向影響；市場導向對新產品開發績效有顯著正向影響，且擁有對內型核心資源的廠商比擁有對外型核心資源的廠商有較高的新產品開發績效。至於市場導向與核心資源搭配的部分，「高市場導向搭配對內型核心資源」的廠商，「比低市場導向、對外型核心資源」的廠商，有較高的新產品開發績效。 In the business world, it is tougher and tougher to survive and make growth noeadays. The success of the new product development greatly influences the performance of a company. According to the study of Takeuchi & Nonaka(1986), the new product development contributes the future turnover to a company and the contributive ratio is 40%. Therefore, the importance of new product development is undoubted. When we review the past essays, we can find that many scholars did a lot of studies in the area of new product development. They tried to discover the key points of the success of new product development. The factors included market orientation, core resources, and other variables. It’s the first time putting market orientation, core resources, and new product development in the same modle to find the relationship between them. The objects of this study are the manufacturers in Taiwan, and the data is collected through questionnaires. 660 questionaires were delivered and only 129 samples wew valid. The result shows there is a positive relationship between market orientation and other variables. Besides, another finding reveals there is a positive relationship between market orientation and core resources. The last finding is Taiwanese companies with inside core resources and high market orientation perform better than those with outside core resources and low market orientation.
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